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The Novartis Malaria Initiative was designed, as a result of a precedent-setting agreement with the World Health Organization in 2001, to provide a breakthrough treatment for malaria-"at no profit"-for public health systems. What had begun as an exemplary act of corporate responsibility had succeeded beyond any expectations. In 2012, for the second year in a row, Novartis had manufactured and distributed over 100 million units of the anti-malarial drug Coartem ®. But with the significantly increased volumes came increased costs, bringing into question the sustainability of the program. In 2013, Dr. Linus Igwemezie, executive vice president and head of the Novartis Malaria Initiative, reflected on the evolution of the program and the way forward. His goal was to expand access to Coartem in the private sector through a low-margin, high-volume social business model to eventually enable the Malaria Initiative to break even and become financially sustainable. Was this the right strategy?

learning objective:

To understand the genesis, structure, and management of the Novartis Malaria Initiative and help students appreciate the components of a sustainable access program to malaria treatment in the public and private sectors. To understand the entire process (from drug concept to use in the field), distribution channels and pricing decisions, education and communication, private-public partnerships, etc.

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Omidyar Network, having deployed over $500 million in ways ranging from donations to commercial equity capital, must decide whether to back Anudip, an Indian organization dedicated to rural employment. The social impact of Anudip is high, but its financial performance is lackluster. Able to deploy all the tools along the capital curve of impact investing, which, if any, is optimal for Anudip? The case recounts the transition of eBay founder Pierre Omidyar and his wife Pam from the Omidyar Family Foundation (OFF) to ON, going from a traditional grant-making organization to a pioneer of impact investing: the application of investment practices in the delivery of high impact social interventions, with the intent of providing positive financial returns to investors.

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This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1201X, and commentary-only, R1201Z.

A major U.S. rent-to-own company continues to grow in the recession, opening its 1000th store. The CEO, the son of the chain's founder, is wondering whether it's time to take the company global and tap into underserved foreign markets. The company's international track record has been mixed: It successfully expanded into Canada a few years back, but was forced to close a store in Puerto Rico after only a year. The more risk-averse CFO advises against overseas expansion, citing the bad experience in Puerto Rico and the untapped potential in the U.S. market. But the CEO is concerned about the increasingly tight regulatory environment. The entire rent-to-own industry is coming under attack by consumer advocates and politicians in the wake of the recession. The CEO turns to his father for advice: Should the company take a risk and open stores in Mexico or focus on expanding their domestic presence? The author of this case is Michael Chu, a senior lecturer at the Harvard Business School and a Managing Director of the IGNIA Fund, an impact investing venture capital firm based in Monterrey, Mexico. This fictional case study features commentary by experts Carlos Danel and Robert C. Loudermilk Jr.

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For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is reprint R1201X. The complete case study and commentary is reprint R1201P.

A major U.S. rent-to-own company continues to grow in the recession, opening its 1000th store. The CEO, the son of the chain's founder, is wondering whether it's time to take the company global and tap into underserved foreign markets. The company's international track record has been mixed: It successfully expanded into Canada a few years back, but was forced to close a store in Puerto Rico after only a year. The more risk-averse CFO advises against overseas expansion, citing the bad experience in Puerto Rico and the untapped potential in the U.S. market. But the CEO is concerned about the increasingly tight regulatory environment. The entire rent-to-own industry is coming under attack by consumer advocates and politicians in the wake of the recession. The CEO turns to his father for advice: Should the company take a risk and open stores in Mexico or focus on expanding their domestic presence? The author of this case is Michael Chu, a senior lecturer at the Harvard Business School and a Managing Director of the IGNIA Fund, an impact investing venture capital firm based in Monterrey, Mexico. This fictional case study features commentary by experts Carlos Danel and Robert C. Loudermilk Jr.

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